Growth, Plan and Investment: Measure for Measure

  • Keron Bhattacharya


As a regimen, as a discipline for a group of people, planning is very valuable. My position is go ahead and plan, but once you have done your planning, put it on the shelf. Don’t be bound by it. Don’t use it as a major input to the decision making process — Fletcher Byrom.


Cash Flow Equity Capital Harvard Business Review Downside Risk Future Cash Flow 
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Notes and References

  1. 1.
    Corporate life cycle: Keron Bhattacharya, “How companies can escape degeneration and death”, Financial Times (27 November 1981).Google Scholar
  2. 2.
    The story of Fisons: Keron Bhattacharya, The New Fbontters for Business Analysis (London: Macmillan, 1987) p. 19.Google Scholar
  3. 3.
    Roman Empire management: Anthony Jay, quoted from Thomas J. Peters and Robert J. Waterman, Jr, In Search of Excellence (New York: Harper & Row, 1981), p. 277.Google Scholar
  4. 4.
    Cancerous growth: Peter Drucker, Managing in Turbulent Times (London: Pan Books, 1981) p. 49.Google Scholar
  5. 5.
    Loss per unit sale: Keron Bhattacharya, BL: Where Does the Future Lie? (Jay Consultancy Services, 1981).Google Scholar
  6. 6.
    Sticking to the knitting: Peters and Waterman, In Search of Excellence, p. 293.Google Scholar
  7. 7.
    The story of Murex: Bhattacharya, The New Frontiers, p. 22.Google Scholar
  8. 8.
    Eliminating risks: Harry Markowitz, Portfolio Selection: Efficient Diver-sification of Investments (New York: John Wiley & Son, 1959).Google Scholar
  9. 9.
    Sacrificing growth, the story of Chrysler. Drucker, Managing in Turbulent Times, p. 48.Google Scholar
  10. 10.
    Strategy, definition: Bruce D. Henderson, “The origin of strategy”, Harvard Business Review (November-December 1989).Google Scholar
  11. 11.
    Planning — ends, ways and means: Robert H. Hays, “Strategic planning forward in reverse”, Harvard Business Review (November-December 1985).Google Scholar
  12. 12.
    Crisis management: Edward de Bono, The Use of Lateral Thinking (London: Jonathan Cape, 1967) p. 9.Google Scholar
  13. 13.
    The excitement of planning: Peters and Waterman, In Search of Excellence, p. 40.Google Scholar
  14. 14.
    Shelve your plan: Peters and Waterman, In Search of Excellence, p. 40.Google Scholar
  15. 15.
    The Cheshire Cat: Lewis Carroll, Alice in Wonderland (London: David Campbell, 1961), p. 55.Google Scholar
  16. 16.
    Investment: Adam Smith, The Wealth of Nations, Books I–III (London: Penguin, 1982) p. 430.Google Scholar
  17. 17.
    Clapped out machinery: George Terborough, Dynamic Equipment Policy (New York: MAPI, 1949).Google Scholar
  18. 18.
    The negative value of an asset: Keron Bhattacharya, “Are we providing the right information?”, Management Accounting (October 1984).Google Scholar
  19. 19.
    DCF against modernisation — the story of Yamazaki Machinery Company: Robert S. Kaplan, “Must CIM be justified by faith alone?”, Harvard Business Review (March-April 1984).Google Scholar
  20. 20.
    Problem with DCF: Carl Kester, “Today’s options for tomorrow’s growth”, Harvard Business Review (March-April 1984).Google Scholar
  21. 21.
    Analysing risks: David Hertz, “Risk analysis in capital investment”, Harvard Business Review (January-February 1964).Google Scholar
  22. 22.
    Cost overrun: Edward Morrow, Kenneth Phillips and Christopher Myers, Understanding cost growth and performance shortfalls in pioneer process plants (Santa Barbara, Cal.: Rand Corporation), quoted from David Davis, “New projects: beware of false economies”, Harvard Business Review (March–April 1985).Google Scholar

Copyright information

© Keron Bhattacharya 1992

Authors and Affiliations

  • Keron Bhattacharya
    • 1
  1. 1.Seer GreenUK

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